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Day in the Life of a Proactive Maintenance Manager

“A Daily Planner for Effective Maintenance Management”
By Ricky Smith CMRP (
With respect to maintenance and reliability, the definition for proactive is:
 To act before the cost of doing so increases
 To act before the necessity of the situation demands it
"A great Maintenance Manager sees the relationship of poor performance and the lack
of good maintenance routines."
"Poor performance always leads to the lack of maintenance routines or poor execution
of existing routines."
- Rick Mullen, Global Reliability Leader, AB-InBev
Mr. Mullen’s statements drive home the fact that a Maintenance Manager holds the key
to a plant, site, or a mine’s success. Their knowledge of their site’s maintenance
strategies and how they are executed, as well as how effective they are, is key to a
successful Maintenance Manager. It is also the difference between high performing and
poor performing operations.

Think about Rick Mullen’s statement and it’s relation to this graph.
What is the goal of a Maintenance Manager? To ensure that all maintenance personnel
are aligned and executing the company’s proactive work to standard so that the
company meets its business goals 100% of the time.

Ex: Emergency vs. . and problems. quality. one mechanic assigned to assist ME. for 5 minutes after their shift has begun. or any issues that may arise with the next 24 hours. along with an exception report for any exceptions to expectations. Report due to Maintenance Manager within 48 hours when the loss exceeds a specific amount. They both review the 24-hour production rate.000 units of production because of loose bolt. There should be KPI owners listed on the dashboard who will send a report to the Maintenance Manager if a KPI is acting in a state that maintenance and production leadership would consider unacceptable. PM/PdM Labor Hours (is the PM/PdM Program working?) Ex: MTBF of Critical Assets Ex: Production/Quality Rate Stability Ex: MTBF by Maintenance Supervisors’ Areas Ex: PM Compliance using the 10% Rule on Critical Assets by crew Ex: Schedule Compliance Ex: Safety Incidents and Near Misses within the past 24 hours Exception reports are sent to the Maintenance Manager if any of the above metrics are not within the agreed upon range. the Maintenance Manager takes a quick look at his maintenance Key Performance Indicator (KPI) Dashboard to see if any problems exist or may happen in the next week to one month. Key Performance Indicator Review (10 minutes): Next. looking for abnormalities from the past 24 hours that may impact this week’s production goal or maintenance’s schedule. Production Manager Informal Meeting (10-15 minutes max): Maintenance Manager meets with production management first to determine if any issues have occurred in the past 24 hours that he was not aware of. Ex: Breakdown last night on line 1 caused production loss of 12.Morning: The Maintenance Manger begins the day by visiting with each Maintenance Supervisor about 30-60 minutes. investigation initiated by Maintenance Engineering.

this should be addressed outside of this meeting with specific individuals. o Never ask anyone to execute a task you would not do yourself. Plant Visit: Randomly. Guiding Principles for a Proactive Maintenance Manager - Leadership Principles o Treat everyone as your equal and demonstrate respect and humbleness. either that day or another depending on the importance to the Maintenance Supervisor. and respond back to that person within 48 hours. Talk to the Maintenance Supervisor first to hear about any issues he/she is facing and that need to be resolved. o Treat others as you like to be treated. o Know each Planner by name. . put yourself in their position. Set a time to meet later to discuss. greet everyone you see and ask operators and maintainers how things are going. Maintenance management should not be rude or report on trivial things that do not matter to anyone in the organization. If additional time is needed to discuss these items. Mine. o Know yourself and seek self-improvement every day. the Maintenance Manager should visit each crew area to see what is happening. o Take time to talk to someone who has an issue at a scheduled time and place. Operations Site Manager Meeting (60 minutes max): Maintenance Manager takes about 10 minutes to describe any issues within the past 24 hours that caused losses or issues that may cause losses in the next 7 days. While on the visit. o Know each maintenance person by name. Make it policy.MTBF Example Plant. Sometimes a picture truly is worth a thousand words. Try to spend no more than 30 minutes in each crew area.

These should be conducted every 3-6 months depending on previous trends. stores. This should not be safety related. and Corrective Action System (FRACAS) is owned by each Maintenance Supervisor and request monthly reports from them. I salute all Maintenance Managers for handling this difficult job. and tool storage areas. .com. scheduling. initiate a team to identify the problem and recommend a solution with 48 hours. Find a mentor to assist you. o Require a 30-minute Single Point Lesson to be presented and discussed by each crew on a weekly basis. If the manager is weak.- Organization Principles o Randomly check on planning. but make sure the mentor is competent and studious. o Ensure that Work Order data is under control and providing accurate reports. If you feel you have issues. If a KPI is driving in the wrong direction. If you like more information on how to become a Proactive Maintenance Manager. even in tough situations. then he must be given assistance first and let go only after a three month period of not showing improvement. you must work to develop. o Post only KPIs that may be important to each maintenance crew. o Require wrench time studies to be conducted of each crew by specific crew members after they have been trained and certified in the process. Safety meetings are separate. - Management Principles o Guide your organization through the use of KPIs so you know your group is headed in the right direction. Proactive Maintenance Managers are the unsung heroes of any organization. This should be a private conversation. but technical in nature. o Maintenance and Reliability Engineering should have direct access to the Maintenance Manager during specific hours of the week and exceptions should only be made on an emergency basis. Analysis. People look up to them with respect and calmness. All reports should be presented to the Maintenance Manager by the Maintenance Supervisor and no one else. o Ensure that a Failure Reporting. Maintenance Managers hold the key to success or failure of any maintenance organization. send Ricky Smith an email at rsmith@gpallied.